Effective Team Management Chapter Eleven McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

Groups, Teams and Organizational Effectiveness Two or more people who interact with each other to accomplish certain goals or meet certain needs Team A group whose members work intensely with each other to achieve a specific, common goal or objective Two characteristics that distinguish teams from groups are the intensity with which team members work together and the presence of a specific overriding team goal or objective 11-2

Groups, Teams and Organizational Effectiveness Groups and teams can help an organization gain a competitive advantage because they can: 1) enhance its performance 2) increase its responsiveness to customers 3) increase innovation 4) increase employees’ motivation and satisfaction 11-3

Groups and Teams as Performance Enhancers Synergy performance gains that result when individuals and departments coordinate their actions Performance Enhancement Making use of the synergy from employees in a group producing more or better output than employees working separately. 11-4

Groups and Teams as Performance Enhancers Factors that contribute to synergy Ability to bounce ideas off one another Correct each other’s errors Bring more new ideas to bear on problems Accomplish projects beyond the scope of individuals 11-5

Groups’ and Teams’ Contributions to Organizational Effectiveness Figure 11.1 11-6

Teams and Innovation Innovation The implementation of creative ideas for new products, new technologies, new services, or even new organizational structures essential for gaining and maintaining a competitive advantage Managers should empower the team and make it accountable for the innovation process. Individuals rarely possess the wide variety of skills needed for successful innovation. Team members can uncover each other’s flaws and balance each other’s strengths and weaknesses 11-7

Groups and Teams as Motivators Team members are more motivated and satisfied than if they were working alone. Team members can see the effect of their contribution to achieving team and organizational goals. Teams provide needed social interaction and help employees cope with work-related stressors. 11-8

Types of Groups and Teams Figure 11.2 11-9

Types of Groups and Teams Formal Group A group that managers establish to achieve organization goals. 11-10

Types of Groups and Teams Informal Group A group that managers or nonmanagerial employees form to help achieve their own goals or to meet their own needs. 11-11

Types of Groups and Teams Top-management team A group composed of the CEO, the president, and the heads of the most important departments Research and Development team A team whose members have the expertise and experience needed to develop new products 11-12

Types of Groups and Teams Command Groups A group composed of subordinates who report to the same supervisor, also called a department or unit 11-13

Types of Groups and Teams Task Forces A committee of managers or non-managerial employees from various departments or divisions who meet to solve a specific, mutual problem; also called an “ad hoc” committee 11-14

Types of Groups and Teams Self-Managed Work Team A group of employees who supervise their own activities and monitor the quality of the goods and services they provide Keys to effective self managed teams: Give the team enough responsibility and autonomy to be self-managing. The team’s task should be complex enough to include many different steps. Select members carefully for their diversity, skills, and enthusiasm. Managers should guide and coach, not supervise. Determine training needs and be sure it is provided. 11-15

Types of Groups and Teams Virtual Team A team whose members rarely meet face-to-face Interact by using various forms of information technology Email, computer networks, telephone, fax, and videoconferences 11-16

Types of Groups and Teams Friendship Groups An informal group composed of employees who enjoy one another’s company and socialize with one another 11-17

Types of Groups and Teams Interest Groups An informal group of employees seeking to achieve a common goal related to their membership in an organization 11-18

Group Dynamics Group Dynamics The characteristics and processes that affect how a group or team functions. Group size affects how a group performs. 11-19

Group Dynamics Normally, small groups (2 to 9 members) interact better and tend to be more motivated Larger groups can be used when more resources are needed and division of labor is possible. 11-20

Group Dynamics Division of labor splitting the work to be performed into particular tasks and assigning tasks to individual workers 11-21

Group Roles Group Roles Role making The set of behaviors and tasks that a group member is expected to perform because of his position in the group Role making taking the initiative to modify an assigned role by assuming additional responsibilities In cross-functional teams, members are expected to perform roles in their specialty. Managers should clearly describe expected roles to group members when they are assigned to the group. Role-making occurs as workers take on more responsibility in their roles as group members. Self-managed teams may assign the roles to members themselves. 11-22

Stages of Group Development Forming Group members get to know each other and reach common goals. Storming Group members disagree on direction and leadership. Managers need to be sure the conflict stays focused. 11-23

Stages of Group Development Norming Close ties and consensus begin to develop between group members. Performing The group begins to do its real work. Adjourning Only for task forces that are temporary. Note that these steps take time! 11-24

The Stages of Group Development Figure 11.3 11-25

Group Norms Group Norms Shared guidelines or rules for behavior that most group members follow 11-26

Conformity and Deviance Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. Conformity and deviance must be balanced for high performance from the group. Deviance allows for new ideas in the group. Conformity and Deviance Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. When a member deviates, other members will try to make them conform, expel the member, or change the group norms to accommodate them. Conformity and deviance must be balanced for high performance from the group. Deviance allows for new ideas in the group. 11-27

Balancing Conformity and Deviance in Groups Members conform to norms to obtain rewards, imitate respected members, and because they feel the behavior is right. Conformity and deviance must be balanced for high performance from the group. Deviance allows for new ideas in the group. Figure 11.4 11-28

Group Cohesiveness Group Cohesiveness Three major consequences The degree to which members are attracted to their group Three major consequences Level of participation Level of conformity to group norms Emphasis on group goal accomplishment 11-29

Sources and Consequences of Group Cohesiveness Figure 11.5 11-30

Factors Leading to Group Cohesiveness 11-31

Managing Groups and Teams for High Performance Motivating group members to achieve organizational goals: Members should benefit when the group performs well—rewards can be monetary or in other forms such as special recognition. Individual compensation is a combination of both individual and group performance. 11-32

Managing Groups and Teams for High Performance Social loafing The human tendency to put forth less effort in a group than when they work alone 11-33

Three Ways to Reduce Social Loafing Figure 11.6 11-34